企业战略管理7

”管理的真理是架构跟随战略而形成。但是，这个 真理往往被忽视。许多的机构总是尝试在旧的 架构中去实施一个新的战略。“
—Dale McConkey—
－戴尔 麦肯基－
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Management Issues 管理问题
Successful strategy formulation does NOT guarantee
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Management Issues & Strategy Implementation 管理问题和战略实施
Establishing Annual
Objectives 建立年度目标
Devising Policies 制定政策
Allocating Resources 分配资源
Altering Existing Organizational Structure 改变现存 组织结构
• Managers & employees often motivated by selfinterests rather than organizational interests 经理和员工更多的是为个人利益而非公司利益所 驱动
• Need to involve all divisional and functional managers in strategy formulation 战略的制定需要所有分部和职能部门经理的参与
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Management Issues 管理问题
“You want your people to run the
business as if it were their own.”
“应当使企业员工像经营自己的企业一样经 营公司业务。“
—William Fulmer —
－威廉 福尔默－
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• Benchmarking against competitors 与竞争者进行基准对比 ➢ Ratios out of line基准对比比率
• Primary benefit = cost reduction 主要收益=成本节约
18ቤተ መጻሕፍቲ ባይዱ
Management Issues & Strategy Implementation 管理问题及战略实施
Requires motivation and leadership skills 要求激励和领导才能
Requires coordination among many persons 要对众多人进行协调
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Management Issues 管理问题
Transition to Strategy Implementation 向战略实施的转变
• Describe the new structure, in terms of both management and reporting relationships 从管理和报告两个关系描述新的结构
• Share your ideas with colleagues 与同学分享你的意见
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Restructuring &
Reengineering 重组及 流程再造
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Exercise 2 练习2
• Is your business an upstream or down stream organisation in terms of supply chain?
从供应链的角度来说，你所在的企业是一个自下 而上还是一个自上而下的组织？
企业战略管理7
Comprehensive Strategic Management Model 综合战略管理模型
External Audit
外部分析
Chapter 3 第三章
Vision &
Mission Statements 制定愿景和使命陈述
Chapter 2 第二章
Long Term Objectives 建立长期目标
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Management Issues & Strategy Implementation 管理问题及战略实施
Restructuring 重组
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• Reducing size of firm 缩小公司的规模 ➢ Employees 员工 ➢ Divisions or units 分部或单位 ➢ Hierarchical levels 等级层次
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• Basis for allocating resources 配置资源的基础
• Mechanism for evaluating managers 评价管理者的主要机制
• Monitor progress toward long-term objectives 监控长期目标的实现过程
Chapter 5 第五章
Internal Audit
内部分析
Chapter 4 第四章
Generate, Evaluate,
Select Strategies 制定，评价 及选择战略
Chapter 6 第六章
Implement Strategies: Management
Issues 战略的实施的
successful strategy implementation!
成功的战略制定并不保证成功的战略实施
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Management Issues 管理问题
Strategy Implementation
—more difficult to “do” something
战略实施 －“做”起来更难
• Establish organizational, divisional, and departmental priorities 建立公司，分部及各功能部门的工作首 要重点
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Management Issues & Strategy Implementation 管理问题及战略实施
Devising Policies 建立政策
Function 发展人力资源
的功能
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If Necessary Downsizing 是否需要 精减员工
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Management Issues & Strategy Implementation 管理问题及战略实施
Establishing Annual
Objectives 建立年度目标
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Management Issues 管理问题
“A management truism says structure follows
strategy. However, this truism is often ignored. Too many organizations attempt to carry out a new strategy with an old structure.”
Strategy Formulation
—easier to say “going to do it” 战略制定 — 说”将要去做“比较容易
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Management Issues 管理问题
Strategy Formulation 战略制定
Strategy Implementation 战略实施
• Basis for management control and coordination 管理控制与协调的基础
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Management Issues & Strategy Implementation 管理问题及战略实施
Allocating Resources 资源配置
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• Allows for strategy execution 战略实施的前提
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Management Issues & Strategy Implementation 管理问题及战略实施
Altering Existing Organizational Structure 改变现存的 组织结构
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• Function 功能
• Divisional 分部、分公司
• Sets allocation plan based on annual objectives 以年度目标为基础制定分配方案
• Allocation based on four types of resources: financial, physical, human, and technological 以四种资源类型为基础的分配：财务资源， 物力资源，人力资源，技术资源
• SBU Structure 战略业务单元结构
• Matrix Structure 矩阵式组织结构
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Exercise 3 练习3
• As structure follows strategy, devise a strategy that will call for a new work organisation structure. Be creative 既然结构需要和战略保持一致，请发挥创意设计一个 需要新组织结构的战略。
✓ Shift in focus to divisional and functional managers 着重点转向个人及职能部门经理
✓ Implementation problems arise 出现实施的困难
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Management Issues 管理问题
Important Implementation Concerns 实施中主要的问题